Basics Site Management 9783035612950

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BASICS PROFESSIONAL PRACTICE SITE MANAGEMENT Lars-Phillip Rusch

Lars-Phillip Rusch

Site management

Lars-Phillip Rusch Bert Bielefeld - Sebastian El Khouli

Entwurfsidee Site management

Birkhäuser BIRKHÄUSER Basel BASEL

Contents Foreword _7 Introduction _9 Fundamentals of site management _11 Preparing site management _11 The moment of truth _11 Quality specifications _12 Schedule specifications _13 Cost specifications _13

Organizing the building site _15 Building site facilities _15 The safenesss of building sites _18 Cooperation on the building site _23 Project meeting/site meeting _30

Scheduling and implementation planning _35 Terms relating to scheduling and implementation planning _35 Execution of the schedule and implementation plan _36 Checking schedules _43 Schedule management _46

Quality management _52 Defining quality _52 Monitoring and safeguarding quality _57 Laws/regulations/standards _59 Defects and defect correction _63

Cost management _68 Budget _68 Tender sum/contract sum _69 Prognosis, supplements _69 Cost control _72 Cost management _72 Settlement of accounts _73

Final inspection and acceptance _77 Acceptance of construction work/transfer of risk _77 Warranty _80 Acceptance by regulatory authorities _80

Handover _82 Handover to the client _82 Project documentation _82

Appendix _85 Picture credits _85 The author _85

Foreword Quality control during the process of turning plans into an actual building is one of the architect’s most important tasks. The requirements formulated in the design must be translated into real constructions and building elements on the basis of implementation plans and tenders. This means that during the implementation phase, the architect must systematically manage and monitor the quality of construction and ensure that targets are reached despite any unforeseen events. It is in this phase that the level of constructional quality represented by the building in the longer term and enjoyed by its users is ultimately determined. Apart from the quality of construction, the most important aspects of building implementation at a general level are usually the maintenance of cost limits and deadlines – essential criteria for the client in determining the success or failure of the project. Although periods of practical training may have provided students and those entering the profession with an initial insight into the workings of planning offices and building sites, most have little concrete experience of how building sites function. Basics Site Management takes this into account and provides a structured and easily understandable introduction to the various areas of work that this profession entails. The book clearly identifies the different aspects of good site management. Efficient organization of the building site, a functioning schedule, systematic cost management, constant monitoring of the implementation quality and a professional procedure for handing over the finished building to the client: all essential tools for the successful site manager. Of course, this book cannot be a substitute for real practical experience. Nevertheless, the practically oriented and structured introduction it provides to the fundamental tasks and interconnected aspects of site management offers a solid foundation for the effective and rapid trans­ ition into this professional field. Bert Bielefeld, Editor

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Introduction Site management begins when the time comes to translate abstract plans and texts into their precise physical counterparts on the building site. Experiencing the process by which the planned building first takes on form as a shell, and then is progressively turned into something that previously only existed on paper or as a model, is often laborious but ­always instructive. Successful site management is measured in terms of its capacity to meet targets in the three most important categories: costs, schedules, and quality. If costs remain within the agreed limits, if the building is finished within the agreed time frame, and if the quality of the building meets the client’s requirements, the site manager will have successfully completed the project. > Fig. 1 During the building process, the site manager therefore has to control factors that influence costs, schedules and quality such that deviations remain within agreed limits, can be offset as the project progresses or can be agreed with the client. Once the design, planning submissions and working plans have been completed, the results of initial invitations to tender need to be considered and the various contractors selected. For the architect and the ­client the phase of implementation now begins. Depending on the particular project structure, it is possible for the planning and tendering phases to overlap with the implementation phase. While details of the final structure and building services equipment are still being honed in the architectural office, the building shell is already taking shape on the site. > Fig. 2

Costs

Quality

Site management

Schedules

Fig. 1: Main tasks of site management

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Establishing fundamentals

Planning

Design plans Planning permission Working plans Implementation

Invitation to tender Award Construction Documentation

- Building regulations - Accident prevention regulations - Implementation of building-permit requirements

Structural engineer

Architects are responsible for compliance with the law, even if this has not been specified by the client.

Tasks based on the contract with the client - Procuring permits - Provision of implementation documentation - Coordination of participating planners - Coordination of contractors - Monitoring implementation - Monitoring schedules and costs

Fig. 3: Site management tasks

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Architect/ site manager - Provides plans and information - Coordinates and controls - Supervises and monitors

Other specialist planners

Building shell contractors

Interior finishing contractors

Building services contractors

Implementation

Building services planner

Planning

Tasks based on statutory requirements

Planning

Implementation

Fig. 2: Planning and implementation phases

Fundamentals of site management Preparing site management

The terms site management and site manager are often understood in the practical context as relating to different functions. On the one hand, the site manager is contractually responsible for monitoring the construction process, for checking that the wishes of the client are being professionally and properly implemented (i.e. according to the agreed plans) by the various contractors. Apart from the actual architectural design, this process includes a range of other agreements made during the planning phase, for example with regard to construction costs and schedules, which must be implemented by the site manager in the course of ­building.

Monitoring construction for the client

On the other hand, the site manager also has to ensure that the statutory provisions set down by building authorities are adhered to. The site manager is responsible for plans being realized in the form that has been given official approval. In addition, the site manager is responsible for ­ensuring safety standards are maintained in the construction process, and that the site does not pose any threat to the safety of those working on the project or anyone else. > Fig. 3

Monitoring statutory provisions

the moment of truth

The implementation of architectural plans is the real “moment of truth.” At this point it becomes clear whether the envisaged construction can actually be built. Every architect should take the opportunity to experience this process, because the actual construction process can be an invaluable source of ideas for the development of other projects. As ­already stated, the tasks of the site manager include monitoring costs, schedules and quality. As a rule, the work required here is detailed in the fee structure for planning services. The architect’s task is not an arbitrary one; it is the “bringing into being” of a building that accords with planning and is technically and functionally free of faults. It is particularly important to bear in mind that construction always involves the production of varying objects under varying conditions. In contrast to factory-based forms of production such as automobile manufacturing, building projects are characterized by a range of features: —— The scope of the project, the available time and the required ­quality differ from case to case. —— The project comprises activities that are limited in terms of space and time.

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—— The location of the project is different in each case, and each has its own features. —— The cooperation of a large number of people/firms is required who have (often) not worked together before and who will (probably) not work together again. —— As a rule, the participants have contradictory interests (managing the client’s money as best as possible while making a profit on the contract). —— Success needs to be achieved directly. There is no scope for “­practice” prior to carrying out the project. Although some ­projects may be based on prototypes, there is no such thing as a ­“pilot run.” —— Targets and results cannot usually be negotiated in retrospect (­particularly deadlines). Quality specifications

Since site management is primarily concerned with realizing the c­ lient’s wishes as set out in the tender specifications, it is these specifications that form the basis of all activities falling within the site manager’s area of responsibility. Tender specifications

Depending on the type of tender, tender specifications can describe all required work in detail (detailed tender) or the targeted performance of the end result (functional tender). If the award, i.e. the commissioning of contractors, has been made on the basis of detailed tender specifications, the site manager can usually rely on the details regarding building quality and quantities that have been agreed and defined in these specifications. Nevertheless, he or she should – as with all other relevant documentation – check that these ­details are correct and complete.

◼

The scope of services is precisely defined in the course of implementation planning and tendering specification. If the tender is based on a functional tender, i.e. the desired result is functionally defined by the ­tender specifications, the contracted firm is free to choose the building procedure and the details of its implementation. In this case, site management is limited to checking the quality of work as specified in the functional specification.

Agency site management

Since in the case of functional tender specifications a contract is usually awarded to the relevant building firm early in the planning pro­ cess, the firm in question assumes responsibility for further detailed planning and the supervision of implementation. However, clients still require site managers who can act as their advocates and monitor the work of

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the contracted firm. Even if the building firm is coordinating itself in this situation, it must adhere to the prevailing regulations and standards. The supervising role of the architect is therefore often referred to as “agency site management” in this context. Schedule specifications

Apart from ensuring that the required quality is achieved and that costs remain within the framework set by the client > Chapter Cost specifications the site manager is responsible for the completion of the project on schedule. As a rule, the completion date is set at an early stage of ­planning and is no longer negotiable once building and the task of site management have commenced. For the client, meeting the deadline for completion can be extremely important. For example, failure to meet completion deadlines can mean enormous costs in unpaid rents on large commercial properties. The basis of site-management deadline planning is the framework time scheduling carried out by the architect, the client or the project manager. The framework time schedule covers not only the planning phase (at what point do particular plans and tenders need to be completed?) and the implementation phase from commencement to completion, but also a number of intermediate deadlines relevant for the client, such as the laying of the foundation stone, the topping-out ceremony and the date of occupation. These dates are often fixed and linked with other schedules and thus cannot be renegotiated. The planning of the construction process and the way site management can influence it are discussed in detail below. > Chapter Scheduling and implementation planning

◼ Tip: If the responsible site manager has been only

partly involved in the production of the relevant tendering documentation or not at all, it is essential that he or she make a thorough study of the commissioned offers by the contracted firms. Only in this way is it possible to gain an overview of which firm is supposed to provide which services and the quality and quantities involved as well as where there are interfaces with other specifications and contractors.

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Framework time schedule

cost specifications

Apart from specifications applying to the quality of and schedule for  implementation, another aspect that is particularly significant for site  management is the budget prescribed by the client, i.e. the cost framework. As a rule, costs associated with the project are covered by the budget designated by the client. One consideration influencing the ­awarding of contracts is thus ensuring that adequate funds will be available during the actual building process. Budget planning should also normally include a certain buffer to cover any unforeseen contingencies arising in the course of building. Nevertheless, a particularly important task of site management is ensuring the prescribed cost framework is adhered to. The site manager is not entitled to enter into agreements that can be disadvantageous for the client. This particularly applies to undertakings to contractors that will result in cost overruns. As one slogan puts it: “The architect’s mandate ends where the client’s purse begins.” As shown in Figure 4, in the course of construction, the site manager gains an increasingly precise overview of what the building will ultimately cost. It is imperative that the client is kept informed about the development of project costs. > Chapter Cost management

Planning specifications

Budget

Site manager’s ascertainment of requirements

Tender sum

Supplements

Fig. 4: Budget/tender sum/prognosis/billing amount

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Billing amount

Organizing the building site In addition to safeguarding the client’s interests, site managers are also responsible for the overall structure of operations on the building site. This involves exercising a certain amount of control over the activ­ ities of all those participating in the construction process, for example by ensuring that the necessary safety measures are put in place and are maintained, that workers are using the required protective equipment, and that the building site is kept free of clutter. The responsibility for ­industrial safety plays a particularly important role in the organization of building sites. Building site facilities

The type and size of the building project involved determines the type of facilities needed in terms of cranes, storage space, accommodation, and entrances and exits. In addition to various types of large and small machinery, site facilities need to include a well planned infrastructure with access points, internal roads and storage spaces. Equipment —— Cranes, hoists, scaffolding —— Barriers and safety facilities —— Site illumination Infrastructure Storage areas for materials and components Site offices, accommodation and toilets/washrooms Building site paths and roads with entrances and exits Connections for electricity, water, sewage and, where required, heating —— Measures designed to protect the environment and immediate ­surroundings, e.g. adjacent buildings —— —— —— ——

The question of which building site facilities and equipment are to be provided by the client and which by the contractors should be covered by the tender specifications and already settled at the time contracts are agreed. In the case of large building projects, the provision of site facil­ ities and equipment is usually detailed and commissioned as a separate service in a tendering agreement. The division of costs for facilities used by all contractors, such as washroom containers, scaffolding, electricity and water, must be contractually established and itemized in the relevant contracts.

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Contractual agreements regarding building site facilities

The type of facilities and equipment used on a building site will also be influenced by the following factors: —— Surroundings (inner city, open countryside, construction zone ­including other building sites, etc.) —— Type and size of the construction project —— Construction period —— Time of year in which construction is taking place —— Construction method, e.g. precast concrete sections, site-mixed concrete, prefabricated construction

◯

The individual elements making up building site facilities and equipment are sketched in a site plan. > Fig. 5 The way in which facilities, storage and transit areas, and the building area are arranged needs to allow delivery vehicles to move within the pivot range of cranes and cranes to reach storage areas for building materials such as scaffolding, shuttering and armoring for reinforced concrete, prefabricated components, and facade elements. However, break rooms and site containers should be located outside this radius.

◼

The fitness for traffic and stability of surrounding streets and open areas also need to be checked prior to beginning construction. It is ­often the case that temporary roads have to be built in the course of establishing a building site, and particular crane locations reinforced due to heavy loads.

◯ Hint: Decisive factors for determining the appropri-

◼ Tip: Particular consultation is required with permit

ate size of cranes include the greatest load e.g. the weight of the largest prefabricated element in relation to the location of the crane, the required boom length, and the height of the building under construction and of the surrounding buildings. Particular attention should be paid to the necessary distance from the excavation pit, since the crane’s loads exert a force on the ground around it. The stability of this ground can be significantly influenced by proximity to an excavation pit.

authorities when building site facilities affect the flow of public traffic. It may be the case, for example, that access and evacuation routes used by the fire department have to be altered.

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Scaffolding storage area

Steelwork storage area

Stone storage area

Building Precast concrete storage area

Crane’s maximum pivot range Crane

Delivery area

Accommodation Toilet/washroomfacilities

Shuttering storage area

Crane’s restricted pivot range

Armoring storage area

Entrance to building

Excavation pit

Tools Small parts

Office container

Hoarding Entrance

Street

Gate

Avoid lifting loads over public and office/ accommodation areas!!

Sidewalk

Fig. 5: Diagram of building site facilities

Where conditions on a building site are cramped, it may be necessary to adapt site facilities several times in the course of the project. ­Furthermore, adapting site facilities to the various phases of construction is also a part of good economic management. For example, once the building shell and the roof have been completed, it is usually no longer necessary to have a construction crane on site. All further transport needs can be met by hoists and mobile cranes.

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Adapting building site facilities

Building in winter

Building in winter requires a number of additional provisions. These include: —— —— —— ——

Road grit for paths and roads Additional lighting for roads and walkways Frost protection for water pipes Heating technology to achieve the temperatures required for ­particular building components —— Coverings for components (frost and general weather protection) —— Protective housing for project sections —— Coverings (and, where required, pre-heating technology) for ­building materials In addition, site managers need to be aware of the limitations on outside work during periods of cold weather. Assessing whether work can be carried out or not requires consultation with the site managers for each of the contractors involved in the project, and safety must be the highest priority.

The safeness of building sites Making building sites safe

●

Building sites located in urban areas present a number of dangers. Every building site must be signposted in a way that is visible by day and night and that clearly and simply indicates these dangers. > Figs. 6, 7 and 8 Particularly dangerous areas must be cordoned off to prevent unautho­ rized entry. Public authorities require that signage and barriers on public streets and walkways are supplemented by additional traffic signs. Moreover, ­optical barriers such as —— —— —— ——

Barrier boards Warning tape Cones Warning beacons must be arranged such that dangerous areas are clearly demarcated.

● Important: The site manager is responsible for ensuring these safety features are well maintained. When work finishes for the day, managers should tour the site to check all hoardings, doors and gates.

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Fig. 6: Building site signage

Fig. 7: Examples of mandatory signs (white on blue, from left to right: helmets must be worn, hearing protection must be used, safety shoes must be worn)

Fig. 8: Examples of prohibition signs (black/red on white: no naked flames, do not set down loads, no entry)

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Fig. 9: Building site facilities in London

◼

Walkways on the building site should be constructed with safety in mind and, where applicable, equipped with railings. Public walkways ­adjacent to the building site must be protected in such a way that the site cannot present any threat whatsoever. This may involve completely covering walkways or blocking and rerouting them. > Fig. 9

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Industrial safety on the building site Industrial safety covers not only accident prevention but also protection from occupational illnesses and other damage to health. The ­intensity of physical work on a building site and the use of dangerous ­materials, machines and tools mean that a well-organized occupational health and safety regime is essential. Due to their importance, the principles and organization of occupational health and safety are regulated by a range of laws and ordinances. These regulations deal with —— The internal organization of and responsibility for occupational health and safety within building firms —— The involvement of other organizations in occupational health and safety —— The client’s responsibilities Responsibility on the building site The client is obligated to institute and implement occupational health and safety measures both during the planning of a building project and in the context of construction itself. Since very few clients are in a position to meet this obligation, the task is usually passed to the site manager. Where required, site managers will engage an occupational health and safety coordinator, or HSC, to assist in this task. In Europe, for ­example, EU guidelines require the involvement of an HSC in all largescale building sites. The responsibilities involved, whether carried out by the site manager or HSC, include: —— Adhering to the principles of occupational health and safety in ­implementation planning —— Notifying authorities about the project —— Drawing up a health and safety plan in the case of large building sites and/or particularly dangerous work —— Compiling health and safety documentation for later work on the completed building

◼ Tip: In cases where walkways and/or streets near

the building site have to be blocked for several hours or even days to allow for the delivery and assembly of large building components, approval must be obtained from local authorities. Adequate information regarding such occurrences should also be displayed for local residents and pedestrians several days in advance.

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Occupational health and safety coordinator

As a rule, the site manager and the HSC also draw up instructions regarding the specificities of the building site. These contain information on access roads, building electricity and water, safety regulations, areas of work, etc., and should be documented in reports. Breach of duty

Maintaining and enforcing safety regulations on building sites is particularly important to the site manager. If contravention of these regulations results in an accident, the site manager is personally liable. Such cases involve what is known as breach of duty, an offence also committed by anyone who: —— —— —— —— ——

Fails to give requisite instructions Fails to carry out checks Fails to stop wrong conduct despite the possibility of doing so Fails to report shortcomings they are unable to handle Fails to use provided safety equipment Breaches of duty give rise to liability claims when:

—— —— —— —— ——

The result is damage to persons or property Such breaches contravene prevailing laws Personal fault is proved The task involved is within the field of personal responsibility The breach involves an individual acting or failing to act in a way that has caused the damage.

Safety and health plan

The safety and health plan (SHP) is one of the most important documents relating to occupational health and safety on the building site. It must be readable and understandable by all people working on the site. The plan describes the dangers that can arise during the building process and the ways of countering them, e.g. using the required safety equipment. This information is categorized by trade. Dangers arising as a ­result of the need to coordinate different types of work within the same time frame are also listed. The health and safety plan is based on the scheduling and implementation plan.

Organization of first aid

Should an accident occur on a building site, the provision of first aid must be guaranteed. Organizing the first aid system should cover the following aspects: —— First aid facilities and resources, i.e. first aid kits, stretchers and, where appropriate, a first aid room —— Identification of the site’s first aider by name and location

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—— Visible display of “first aid instructions” including telephone ­numbers and addresses of emergency medical services, the local hospital and the local emergency doctor The scope of the required facilities and resources will depend on the size of the building site. Contractors’ responsibilities Contracted firms are required by law to protect their employees from dangers to life and health. Responsibility for ensuring that this obligation is met is usually assumed by someone with a supervisory role on the building site, and adherence to statutory requirements is also monitored by the client’s site manager. An effective occupational health and safety regime can only be e­ stablished on building sites if all participants cooperate and a range of  measures are coordinated. These include arranging work stations, ­machinery and tools so that they are completely safe or risk is minor. If this is not possible, personal protective measures should also be taken. All risk factors should be pointed out on easily comprehensible signs. >  Figs. 7 and 8 Where several firms are working simultaneously on a building site, additional measures are required. For instance, firms need to inform each other about work that presents a risk for all parties and coordinate appropriate safety measures. This information exchange should take place in site meetings and also on the site itself. > Chapter Organizing the building site, Site meeting

Cooperation on the building site

Site management means dealing with people with different interests, different levels and types of education and, in some cases, from different countries. The site manager not only represents the client but is also responsible for the coordination of the building site. For this reason the site manager often has to act as a moderator on the site and make clear and responsible decisions regarding questions that arise, for instance, between specialist planners or contractors. In this function the site ­manager is able to issue directives and has authority over contractors. The contractual relationships between the client, the site manager and the contracted firms are shown schematically in Figure 10. As already indicated, depending on the type of building project and contract, other planners and specialists may also be involved in supervising firms contracted by the client and, where required, coordinating their different areas of work. > Chapter Quality management, Monitoring and safeguard-

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Other site managers

Building contract

Building project

Contractor

Coordination and monitoring (no contract)

Site management contract

Client

Site manager

Fig. 10: Organization of participants in the construction phase

ing quality However, responsibility for overall coordination lies with the s­ upervising architect. The other “site managers” working on the site are designated­in terms of their function. Unfortunately these titles are not always used uniformly:

—— Site architect/site manager: an architect or construction engineer commissioned by the client to manage a construction project (this is the person referred to in this book as the site manager) —— Specialist engineer: specialized planner commissioned by the ­client to manage construction in a particular trade area, e.g. building services —— Company site manager: staff member of contracting firm with a supervisory role. In situations involving several site supervisors there is usually also a senior site manager with overall ­responsibility. Figure 11 shows a possible organizational structure for participants in the building phase. Building contracts

In addition to safety, the basis of cooperation on the building site is provided by the building contracts. As a rule, tender specifications provide a basis for building implementation in the form of the regulations, guidelines and standards applying to the respective trades, which are ­described and contractually agreed. Building contracts can include further details relating to the construction process, particularly concerning schedules, methods of payment, and possible contractual penalties if  deadlines are exceeded. In addition, contractors are generally expected to:

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Client

Planning and supervision

Project manager

Supervising architect

Structural engineer

Other specialist planners

Building services planner Building shell contractor

Implementation

Facade contractor Interior finishing contractor

Building services contractor

Consultation Instructions

Contractor ...

Coordination

Fig. 11: Organization of participants in the construction phase

—— Carry out their work as contractually specified on their own ­responsibility and on their own account —— Adhere to statutory provisions —— Fulfill obligations to the client imposed by law, government ­authorities and trade organizations —— Provide for order in the workplace —— Communicate in writing any misgivings they may have concerning the proposed form of implementation, materials or components provided by the client or work by other contractors —— Protect their work from damage and theft up until final inspection —— Remedy any defects in their work detected by the client prior to and during final inspection —— Comply with scheduled deadlines.

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Contractors’ rights

Of course, contractual agreements also give contractors rights in r­ elation to the client. For instance, the contractor has the right to ­demand sufficient security for advance risk. If the contractor’s services require financial investment in building materials, for example, he or she is ­en­titled to demand proof that the client is able to pay the contractually agreed costs.

Organization of ­contractors

The organization or hierarchy of contractors is basically similar for all trades. The company site manager and the technical supervisor are the contact persons for the site manager. They are present at site meetings and are responsible for coordinating their company’s employees and subcontractors, and to their own firm’s management for the economical implementation of planning. In turn, the foremen are responsible for their respective crews.

Subcontractors

On almost all building sites it is common practice for contractors to commission other firms, called subcontractors, to carry out work they cannot or do not want to do themselves. There is no contractual relationship between the client and subcontractors, and the respective contractor is responsible for all commissioning, implementation, payment, and warranties relating to its subcontractors. However, the engagement of such subcontractors does require the client’s approval. Systematizing site management documents It is important to have all site management documents ready to hand. The content of this documentation will depend on the nature of the building project and how far it has progressed. In order to maintain an overview of the flood of correspondence, reports, plans and notes, a system of folders should be used. This system can be structured as follows: —— Folder 0: Current planning documents with plan list and plan ­receipt and delivery —— Folder 1: Building permit documents and related correspondence —— Folder 2: Correspondence with client —— Folder 3: Correspondence with specialist planners —— Folder 3.1: Structural engineering —— Folder 3.2: Building services planning —— Folder 3.3: Fire security —— Folder 3.4: ... —— Folder 4: Project manager —— Folder 5: Contractors with respective tender specification, building contract, correspondence, invoices, planning documents, bill of quantities, etc.

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—— —— —— —— ——

—— Folder 5.1: Building shell —— Folder 5.2: Building services (BS) —— Folder 5.3: Plastering —— Folder 5.4: Screed work —— Folder 5.5: … Folder 6: Site meeting/project meeting reports Folder 7: Delivery notes, certification reports, supporting documents Folder 8: Construction diary – site management Folder 9: Construction diary – contractors Folder 10: ...

Construction diary In order to be able to comprehend which work has been carried out and when, which contractors were on the building site with how many workers, or whether there have been any notable incidents, the site manager must keep a construction diary. > Fig. 12 The construction diary should be updated daily and as well as structural descriptions should contain the following information: —— —— —— —— —— —— —— —— —— —— —— —— —— ——

Date Weather (temperature, cloud cover, rainfall) Trades represented on the building site (carpenters, masons, ...) Number of workers present from each firm; if applicable, ­supervising foremen Notes describing work carried out Tools/machinery utilized Particular materials used (e.g. paints, primers) Particular components installed Installation and operating instructions for installed devices – as appendix Documentation of actual or suspected defects and damage Progress of construction work in general (overview) and in detail Working plans given to contractors If applicable, missing plans Agreed changes to plans

A range of forms are available for contractors to use for their construction diaries. > Fig. 13 Where possible, the site manager should also have forms made up that are tailored to the particular construction site. Contractors are usually contractually obliged to keep a construction ­diary, which must be handed to the site manager at agreed intervals.

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Construction diary building 55 Date 05.06.2006 Weather Sunny Min°C 20 Max°C 30 Firms present: 1 R&P 2 Acoustics firm 3 Miller,sanitary installation 4 Smith,electrical installation 5 Facade 6 Walthers metalwork 7 Roofing 8 BMA 9 Painting 10 Screed Work performed: 1 Kitchen, toilet cores walled off, preparation for screed in kitchen 2 Plasterboard floors 4–6, kitchen ceiling 3 Kitchen installations, heating circuits, heaters 4th/5th floors 4 Electrical installations kitchen, core 10–11, office areas 5 Office facade floors 4–6, glazing floors 4–5, Office facade attachments 6 Canteen handrail, stairways 5–7, brackets stairways 5–7 7 Canteen roof sealed, remaining work on office roof 8 Kitchen installations area 9 Painting technical rooms, office balustrades, stairwells 10–11 10 Screed work basement

Mo Tu We Th Fr Sa Su x

Workers 11 8 15 4 8 5 3 4 3 2

Visits to building site:

Directives: Mr. Miller, fire prevention measures: removal of all fire loads (packaging, palettes, topping out wreath, etc.) from the building site. Hire fire risk from welding work. Repair emergency drainage (R&P)

To be noted: Heavy rain over night Roof of 2nd construction section leaky Emergency drainage damaged

Fig. 12: Page from site manager’s construction diary

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Building site: Building 55

Construction diary Day: 05.06.06 Supervisor: Walthers / Miller Foreman: Galbraith / Smith

Page number: 34862 max.: 20 °C

Weather: sunny

min.: 30 °C

Labor deployment

Machinery deployment

Supervisors

Number

Total hours

2

11

7

60

2

17

11

88

Foremen Skilled craftsmen Machine operators Metal workers Laborers Total

Contractual services Job no.

Quantity

Text

Costs

Brickwork done in bathrooms axis 4–6 d=9.5cm in pumice on 2nd floor F90 brick walls done axis 9–10 on 6th floor d=11.5cm in limestone Installation walls done on 5th and 6th floors axis 4–6 in aerated concrete Toilet tanks and piping embedded in wall

Non-contractual services Forms stripped on foundation for installation walls in bathrooms axis 4–6 3rd–5th floor. Doorway in wall on 3rd floor axis 9 chiseled out and rubble removed

Other + checks Emergency drainage checked and repaired

Rennemann

Rusch

Signature R&P

for the client

Fig. 13: Page from contractor’s construction diary

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Project meeting/site meeting

Complex building projects require the cooperation of all those involved. Depending on the task at hand, the site manager can make use of different tools to facilitate such cooperation. These tools include: —— —— —— —— —— —— —— —— —— ——

Project meetings Site meetings Reports Face-to-face discussions Letter, fax, e-mail Telephone consultation Photographic documentation Sketches and drawings Workflow and cost charts Construction site inspection/site survey

Although all relevant agreements have been formally established in the building contracts, it may well be necessary to reach further agreements during the construction process itself. Since such agreements ­often involve detailed coordination between the different trades, they are made in the context of project and site meetings. > Figs. 14 and 15 Agreements detailed in meeting reports are binding and, depending on the specific agreement, have contractual status regarding subsequent work. ­Table 1 provides an overview of how such meetings can be productively organized. Project meeting

Project and site meetings should be held at regular intervals. Along with the site manager, project meetings involve the project manager (if this is not the same person as the site manager), the client, the project supervisor, and, if required, the project and site managers attached to other specialist planners working on the project. In the project meeting the client is informed about the current situation on the building site ­regarding the progress of planning and construction, cost developments and schedules. If required, the meeting is also used to make decisions on changes relating to schedules, costs or quality. If decisions are ­required that can only be made by the client, the relevant information must be compiled and presented by the site manager in a way that facilitates quick and clear decision-making.

Site meeting

At the request of the contracted firms, the site manager must organize a regular site meeting. Site meetings involve the specialist engineers engaged on the site and the site managers representing the different contractors. In the early and latter stages of the building phase, meetings ­often only take place once a fortnight but may be required weekly during the main building period. One element of the site meeting is a collective

30

Participation required/ Invitation

Project: new building, Swiss Re Headquarters, London Site meeting no. 12: Invitation/Report Client Architect Site manager BS Site manager GC SC building shell SC interior finishing SC sanitary facilities SC ventilation SC electrical

Date: 03.07.2007 Location: Building site, site management container Begins: 9 a.m. Ends: midday Distribution list: as per participant list Additional:

Invitation

from – to

present

Ref.

x x x x x x x x

Report

Agenda item

Prepared by

Goal

Check correspondence since 18.06.07

GC

Identical documents

Effect of flood damage on schedule

GC SC interior finishing

Assessment delay/speedup

Inspect interior finishing quality

GC SC interior finishing SC sanitary facilities

Assessment execution

Execution

etc.

Fig. 14: Example of site meeting invitation

Project: new building, Swiss Re Headquarters, London Site meeting no. 12: Invitation/Report Client Architect Site manager BS Site manager GC SC building shell SC interior finishing SC sanitary facilities SC ventilation SC electrical

Date: 03.07.2007 Location: Building site, site management container Begins: 9 a.m. Ends: midday Distribution list: as per participant list Additional:

Inviation

present

x x x x x x x

x x x x x x x

x

x

from – to

10:00–11:00

10:30–11:00

Ref. SD FD KL OL WS AS VE TH

Report Prepared by

Goal

Check correspondence since 18.06.07

GC

Identical documents

Effect of flood damage on schedule

GC SC Interior finishing

Inspect interior finishing quality

GC SC interior finishing SC sanitary facilities

Agenda item

Participation required/ Invitation

Assessment Result Agreement

Execution Who

Date

Assessment Result Agreement

GC and all SC

until 05.07.07

Assessment delay/speedup

Architect receives copy of encroachment complaint of 14.06.07

Client and GC

until 07.07.07

Assessment execution

Client inspects (together with architect)

Client and architect

until 10.07.07

etc.

Fig. 15: Example of an invitation also functioning as a meeting report

31

Tab. 1: Principles for organizing project and site meetings Basic questions

Is this meeting needed or are there better ways of solving the problem? (What would happen without this consultation session?) Does the achievable effect justify the effort involved (lost working time for all parties)?

Goal of the meeting

Meetings should only be called when they have a concrete goal(s). Is the meeting only of value for the site manager or is it important for all participants? What results can be expected?

Preparation for the meeting

Fix agenda, identify key points Set out goals in writing Decide on procedure Determine who is responsible for the preparation of individual points Who is required to participate? Must every participant be present for the discussion of each point? Distribute agenda with invitation

Organization of the meeting

Limit participation to the necessary parties If required, organize individual discussions Provide agenda in advance and keep to it

Meeting management

Timed is saved by well chaired meetings Maintain focus on the goal Keep an eye on the time allotment Avoid peripheral issues – maintain the central focus Do not allow one-on-one discussions to develop in larger meetings Aim for consensus

Results/meeting report

Select a suitable form of meeting reports (should reports record results or the course of discussion?) Write up report soon after the meeting Clearly identify responsible parties in the meeting report Ensure clear agreement on deadlines is included in report

32

inspection­of the building site. Detailed questions on implementation­or coordination between different trades can often only be dealt with in situ. The form of the meeting invitations and reports should provide a clear overview of all relevant points. A form should be chosen that allows for systematic and rapid reporting of results. Each participant should receive a tabularized overview of all agenda items. > Fig. 14 The example below ­illustrates how the results of the meeting can be entered directly into the table. > Fig. 15 In the simplest case, each participant receives a copy of this report at the end of the meeting. Only where more complex issues are involved will supplementary material be added to the report later. Such material should include explanatory sketches, photos, and data sheets. In all cases, the invitation and the report should include the following details: —— Construction project concerned —— Work specifications/trades —— Meeting location (for on-site meetings, indicate whether the site will be inspected or discussions will be confined to the site office) —— Beginning, end —— Participants (if required, functions and scope of authority) —— Report distribution list (e.g. including third parties not present at the meeting and definition of internal distribution) —— Record of topics discussed (participants may select which topics they wish to make a note of) —— Type of agenda items (e.g. information, agreement, approval, ­preparation for a decision) —— Basis of meeting (plans, reports, etc.)

◼ Tip: When taking part in site inspections, site man­

agers should carry a folder containing the relevant plans (if necessary, reduced in size). Taking pictures with a digital camera can also be useful for supplementing reports and documentation. Other useful tools include a cellular phone, a folding rule, a Dictaphone if applicable and of course all requisite protective equipment such as safety shoes and helmets.

33

◼

Invitation/ Report

◯

Reports on meeting results must include the relevant goal, deadline, and responsible parties. Particularly important reports have to be signed by the participants. Such reports (e.g. concerning negotiations and final inspections) should clearly indicate the number of pages involved.

Tab. 2: Communication problems said

does not mean

→

heard

heard

does not mean

→

understood

understood

does not mean

→

agreed

agreed

does not mean

→

applied

applied

does not mean

→

maintained

◯ Hint: Even if the a generally friendly atmosphere pre-

dominates on a building site, ambiguity must be strictly avoided in meeting and final inspection reports, as it must be in all agreements relating to costs and schedules. If disagreements arise, the previously friendly atmosphere will be of little help. Written agreements are then all that can be relied on.

34

Scheduling and implementation planning Scheduling and implementation planning are two of the site manager’s most important tasks. It entails identifying all deadlines relevant to the construction process and coordinating all implementation procedures in terms of technology, space and time. This requires a degree of experience in the building field. However, due to the many factors influencing the actual process of construction, there will always be deviations from the original plans. In order to be able to meet planned deadlines, it is particularly important that one receives information on possible schedule deviations in time to adapt building procedures accordingly. The earlier deviations are recognized, the more possibilities there are to offset them. Scheduling and implementation planning as well as their management constitute one of the three main tasks of site management. The ability to complete a project within the designated time frame is a key factor in assessing the site manager’s performance. Terms relating to scheduling and implementation planning

All scheduling consists of processes and events as well as their ­relationship to one another. A process is understood as an occurrence that is defined by a beginning, duration and an end. A typical process within a schedule would be, for example, painting.

Process

An event is an element of implementation that is not assigned a ­ uration. Particularly important events are characterized as milestones d and integrated into the schedule. Examples of milestones are the commencement and completion of building and, within the course of construction, the completion of the building shell.

Event/milestone

In the course of almost every building project, milestones are reached that are particularly significant for the client.

Important events for the client

The symbolic breaking of the ground on a site marks the beginning of the construction phase. In the case of large building projects that are important for the public, the owner invites the later users or tenants of the building and official representatives of the political and business spheres to the ground-breaking ceremony.

Ground-breaking ceremony

35

Laying the foundation stone

The laying of the foundation stone usually takes place following the completion of the excavation pit and prior to the initial cement work. In some cases a capsule containing markers of the time at which the building was constructed, such as newspapers, photos of the site or a few coins, is deposited inside the stone, which will later lie under the completed building.

Topping-out ceremony

The topping-out ceremony is held when the shell and roof truss of the new building have been completed. Different ceremonies are held in different regions to wish the building and its owner luck. The topping-out ceremony is arranged by the owner in order to thank all participants for the work that has been completed.

Inauguration/ opening

Once the building is finally completed, an inauguration or opening ceremony is held. In contrast to the topping out ceremony, the opening is not linked with any fixed rituals. The owner usually thanks everyone who has contributed to the completion of the building and presents it to the public. Execution of the schedule and implementation plan

It is the task of the site manager to coordinate all firms working on the building site on the basis of the schedule and implementation plan. It must be clear to all participants which work they must complete at which point so that the following work phase can then begin. The way in which specific jobs are carried out is the responsibility of the firms concerned. To be able to organize the overall building schedule, the site manager needs to be cognizant of all processes and procedures involved in the project and their interrelationships with one another. Building this knowledge base involves three types of planning:

● Example: The duration of a process is defined by

multiplying the quantity required (e.g. m2 or m3) by a performance factor. This indicates how much time is required on average to perform a certain task. The ­construction of a square meter of masonry, for example, is typically accorded a performance value of 1.4–2.0 h/m2. A range of standard performance values can be found in the relevant literature, and many site managers establish their own standards on the basis of experience.

36

The first step involves identifying and organizing all processes and events that are relevant to the construction phase. The goal is to pinpoint the interrelationships between all the relevant processes. This entails ­arranging all processes in a way that gives the course of construction a clear logic. Scheduling is of course an important factor here. If one wants to determine when and which firms are to be engaged on the building site, then it follows that the individual processes carried out by firms have to be arranged in a logical order.

Implementation ­planning

Once the relevant processes and interrelationships have been identified, the second step involves determining the possible duration of ­individual and combined processes on the basis of the overall time available for construction.

Time planning

Scheduling essentially entails integrating the time frames defined in the time planning into the implementation planning to create a series of concrete deadlines. The beginning and ending of each process is thus clearly identified.

Schedule planning

●

Representing schedule plans Different ways of representing schedule plans can be used depending on the aim, user and/or project involved. A basic distinction is made between four types of representation: bar charts, line diagrams, network plans, and deadline lists. > Fig. 16 The bar chart is now the usual method employed for building projects. In bar charts, processes and events are listed along the vertical axis. The horizontal axis is used as a timeline. Each process is represented by a bar, the length of which corresponds to the duration of the process. ­Accordingly, events and milestones are represented as processes without duration. Interdependent processes are linked by arrows. The advantages of the bar chart are that it is easy to read (even by laypersons) and its clarity. Moreover, it is a very effective means of providing an overview of an entire project. > Fig. 17

Bar charts

Bar charts have now become the most common method for representing schedules in the building construction field. There are numerous computer programs on the market that can be used to design schedule plans, particularly in the form of bar charts. The simplest way of representing a schedule plan is in the form of a deadline list. Depending on the intended use and the user, different ways of representing events and processes can also be employed. When drawing up a deadline list, processes need to be characterized in such a way

37

Deadline lists

Weeks Process

1 2 3 4 5 6 7 8 9 10 11

Basement

Ground floor

Upper floor

Roof

Interior fitting

Basement Ground floor Upper floor Roof Interior fitting Bar chart

Network plan

100%

Inte rior fittin g

Roo f

40%

Upp er flo or

Base men t

60%

Grou nd f loor

80%

20% 0% 0

1

2

3

4

5

6

7

8

Line diagram

9

Process

Beginning

End

Basement

01.03.07

15.03.07

Ground floor

16.03.07

30.03.07

Upper floor

31.03.07

13.04.07

Roof

14.04.07

28.04.07

Interior fitting

29.04.07

12.05.07

10 Deadline list

Fig. 16: Ways of representing schedule plans

that they can be sorted according to different criteria, e.g. in terms of trades or construction sections. Representing interdependencies between the processes is problematic in deadline lists and requires additional annotations. Network plans and line diagrams

Examples of network plans and line diagrams, or volume-time diagrams, are shown in Figure 16 and will not be discussed further here since in normal building construction projects they only play a subordinate role. Types of schedule plan Schedule plans are distinguished in terms of their level of detail. Different levels of detail can be used in the dividing up time into months, weeks, days and even hours or in the degree to which processes are ­differentiated.

Framework time schedule

The framework time schedule is drawn up at the beginning of the project by the client or the planner. This schedule presents the time frame

38

Fig. 17: Example of a bar chart

39

for the entire project and, as a rule, is based on the deadlines specified by the client. These can be divided into the following very general categories: —— —— —— —— —— Master schedule

Project preparation Planning Implementation Occupation Use

In the course of drawing up the tender specifications, the architect usually also develops a master schedule. The deadlines contained in this schedule are included in the tender specifications since these must be agreed contractually with the firms working on the building project. The master schedule is the foundation of the site manager’s deadline planning. It is kept general, listing only the most important milestones and process or trade groups. Examples of trade groups are: —— —— —— —— —— ——

Preparatory measures Building shell Building envelope Interior finishing Building services Final/subsequent measures

Each group comprises the trades required for that area of work. For example, the building shell group includes concrete and reinforced concrete construction, masonry work, steel construction, etc. > Tab. 3 Refined schedule

●

The different trade tasks are used to structure the refined schedule. If the project is divided into construction sections, the different processes are arranged in the schedule accordingly. > Chapter Scheduling and implementation planning, Schedule management The processes indicated in the refined schedule must be linked with reference to their spatial and technological interconnections. > Fig. 18

● Example: There is a technological interconnection,

for example, between screed work and parquet laying. Before the parquet can be laid, the screed must have dried enough to prevent any remaining dampness from damaging the parquet. A spatial interconnection exists, for example, between painting and floor covering work, since these tasks cannot be carried out simultaneously in the same space.

40

Tab. 3: Trades and assignment to trade groups Trade

Trade group P

S

Excavations

x

x

Site preparation

x

x

Water control work

x

x

Waterproofing work

x

Drainage work

x

BE

IF

x

Masonry work

x

Concrete construction work

x

Natural stone work

x

Concrete block work

x

Carpentry and timber work

x

Steel construction work

x

x

Sealing work

x

x

Roofing and roof-sealing work

x

Plumbing work

x

Dry construction work

x

Heat insulation work Concrete conservation work

BS

x x

x

Plastering and stucco work

x

Facade work

x

x

Tiling work

x

Screed work

x

Melted asphalt work

x

Joinery

x

Parquet laying

x

Fitting work

x

x

Roller blind work

x

Metal construction work

x

x

Glazing work

x

x

41

Tab. 3: Trades and assignment to trade groups Trade

Trade group P

S

Painting and varnishing work Corrosion prevention work on steel and aluminum

BE

IF

BS

x x

x

Floor covering work

x

Wallpapering

x

Air-conditioning installations

x

Heating and water-heating installations

x

Gas, water and drainage installations

x

Low and medium voltage electrical installations

x

Lightning protection installations

x

Conveyor systems, elevators, moving staircases/walkways

x

Building automation

x

Insulation for technical installations

x

Scaffolding

x

x

x

Abbreviations: P = preparatory work, S = shell, BE = building envelope, IF = interior finishing, BS = building services

Planning processes into the refined schedule can, for example, be based on the trades and titles listed in the tender specifications. This ­ensures that no important processes are forgotten. A possible structure is shown in Table 3. In the additional columns the trades are assigned to the different trade groups. Detail schedule ◯

A detail schedule can be required to coordinate work involving many workers in confined spaces or when deadlines are very tight. In a detail schedule, the time scale can be divided into units as small as hours. > Fig. 19

◯ Hint: Depending on the kind of schedule plan,

related individual processes can be combined into a collective process in order to provide a clearer ­overview of overall procedures. Dry construction, for example, is included as a process in the refined schedule. In the detail schedule, the collective process dry construction includes the processes of framework installation, sheeting 1st side, electrical work and planking 2nd side, etc.

42

Month No.

Process

CW

1

Interior fitting

2

... Screed work

3

... Dry construction

4

... Painter

5

Interior fitting complete

1

2

3

4

5

6

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Collective process

Process

Milestone

Link

Fig. 18: Collective process/individual process representation in an example of a refined schedule   for interior ­finishing

CW

1

2

3

4

5

Day F M T W T F M T W T F M T W T F M T W T F M T W T

No.

Process

1

Dry construction

2

Framework installation

3

Lining 1st side

4

Electrical work

5

Lining 2nd side

6

Filling

7

Sanding

8

Dry construction complete Collective process

Process

Milestone

Link

Fig. 19: Collective process/individual process representation in an example of a detail schedule   for dry ­construction

Checking schedules

The date of a building’s completion can be determined by a whole range of requirements. Several examples are shown in Table 4. The site manager must be aware of the reasons for the client naming a particular deadline for completion. If the deadline is linked with other fixed arrangements, it is of course not negotiable.

43

Tab. 4: Examples of reasons for deadlines

Plausibility check of schedule specifications

Building

Possible reasons for the specified deadline

Stadium

Championships

Shop/department store

Christmas shopping period

School

Beginning of school year

Highway

Beginning of holiday period

Power station

Beginning of heating period

City hall

Cost-effective building time

Factory workshop

Commencement of production (profitability analysis)

The possibility of meeting contractual schedules should be checked by all contractual parties before signing by way of a simple plausibility check. This applies both to the site manager, who has to check the ­entire construction period, and to the contractors, who are responsible for determining the viability of the tasks they have been commissioned to do. At the beginning of this checking process, the following questions should be considered: —— Can the project be built within the time available? —— Can all required components and materials be delivered within the building period? —— What external factors (e.g. confined space, heavy street traffic) can influence the progress of building? There are different ways of conducting a plausibility check. The simplest for the site manager entails comparing the current project with projects that have already been completed. The literature provides lists and overviews of finished projects. These lists include not only plans, photos and costs, but usually also time frames. Reference to comparable buildings provides a quick and simple aid for plausibility checks. If such a check shows that the requested deadline is not achievable, the client must be clearly informed.

Schedule connections between individual building elements or trades

In some cases, non-negotiable contractual deadlines are required not only for the final date of completion but also for individual building sections or a certain stage of construction.

44

In order to be able to coordinate the large number of individual trades, the site manager must also set clear deadlines for the individual contractors. Planning the individual processes within a trade is only of interest for the site manager if work by other trades is affected. This is particularly important in the case of interior finishing, since a large number of firms are working on the building site.

●

◼

Obstructions Experience shows that a whole range of changes can take place during the actual building phase. These changes can affect the quality, schedules and/or building costs. Depending on who has caused these changes, contracted firms may have the right to demand an extension of building time and associated additional costs. These claims are checked by the site manager. Construction can be obstructed by —— Circumstances instigated or caused by the client —— Circumstances for which the contractor is responsible —— Circumstances for which neither the client nor the contractor is responsible Circumstances for which the client is responsible include: —— Failure to secure permits —— Failure to mark out the main axes and benchmark elevation —— Failure by the client to make decisions e.g. on the implementation of alternative positions —— Insufficient coordination of the contractors commissioned by the client —— Incomplete or defective work by the architect or other planners —— Agreed or required security not provided by client

● Example: In industrial construction, machinery and

◼ Tip: It is of no interest to the site manager when the

larger plant are moved into the building before the outside walls or roofs are constructed. Otherwise such equipment would be too large to fit through the doors or windows of the completed building.

building shell contractor erects the shuttering for the ground floor and builds in and cements the armoring since these processes are only carried out by the shell contractor. What is important for the site manager is that the completion deadline for the ground floor is met if, for example, plastering work is due to begin at this time.

45

—— Not paying as contractually specified (too late, too little) —— Intervention by the client or architect in the planned program of building —— Quantity increases —— Changes in work requirements —— Safety defects that cause building work to stop. These circumstances can be the basis for claims by contractors against the client for deadline extensions, compensation and damages. Apart from the reasons already listed for delays in the construction process, there are also circumstances that are the responsibility of ­neither the client nor the contractor. Examples include —— A strike or lockout ordered by the employer’s trade union in the contractor’s or a subcontractor’s field —— Force majeure or other circumstances that the contractor cannot avoid. Should these circumstances occur, the building contractor has a claim to an extension of building time but not to higher compensation for his or her services. It is self-evident that the contractor cannot base claims on obstruction to work for which he or she is responsible. On the contrary, in such a situation the client may be entitled to claim damages. Several examples of possible causes for delays are summarized in Table 5. Obstructions by other trades

◯

If prior work done by other trades is insufficient or faulty, this needs to be brought to the attention of the client and the site manager immediately. The site manager must make clear decisions as to how these ­obstacles are to be eliminated.

◯ Hint: Where one type of job follows on directly from

another, e.g. a dry construction wall is painted, there is usually an inspection during which the second trade confirms that the prior work is of a standard that allows subsequent work to continue without obstruction. The site manager should make a report of this inspection and those involved should witness it with their signatures (see Chapter Final inspection and acceptance).

46

Tab. 5: Possible causes of deviations and obstructions to the progress of work

Wrong planning and assumptions

Interruptions to building process

Client’s responsibility/ sphere of risk

Contractor’s responsibility

Soil class incorrectly estimated

Productivity incorrectly estimated

Tender-invitation for service incomplete

Incorrect machinery planned for

Tendered quantities too small

Necessary material quantities incorrectly calculated

Mistake in schedule

Mistake in own schedule

Missing plans

Materials do not arrive punctually

Lack of decisions on part of client

Machinery breaks down

Faulty advance work by other trades

Shuttering/sheeting insufficient Building site closed due to inadequate safety measures

Schedule overruns by authorities, architects and planners

Staff fall ill

Unexpected archeological find

Defective quality (demolition and rebuilding)

However, the contractor is also obliged to limit the damage caused by an obstruction as far as possible. It can therefore be expected that if obstructions occur workers will move on to other necessary work rather than waiting for the obstruction to be removed. Schedule management

The schedule and implementation plan allows compliance with the planned course of building to be monitored. In this context, it is important to focus in particular on processes that directly follow one another and if delayed can have a direct effect on the completion schedule. The chain formed by these processes in the schedule is referred to as the “critical path.” > Fig. 20 Effective and well-targeted schedule management requires clear identification of obstructions and consequent delays. This in turn requires  a regular target-performance comparison to be carried out on

47

Tools of schedule management

Process Postponement possible

Process 1 Process 2 Process 3 Process 4

Fig. 20: “Critical path” diagram

Performance

Project: CW

Process Establishing building site

target

Subbase course

target

Hours

MP

20

3

40

3

50

2

Foundation slab

70

3

Basement masonry

190 140

5 6

CW

Contractor delayed

perf.

Underground pipes

CW

M T W T F M T W T F M T W T FM T W T F

perf.

target

CW

Interruption due to find

perf. target perf. target perf.

Target process

Performance process

Shortened by Saturday working

Link

MP = Manpower

Fig. 21: Bar chart with target-performance comparison

the building site. > Fig. 21 Schedule deviations can be offset by the following measures: —— Increase in capacity (increased workforce/increased machinery deployment) —— Increased working time —— Changes to building and production procedures

48

—— Adaptation of construction sections —— Changes in quality However, these measures can only offset schedule deviations to a certain degree. The costs they give rise to must be paid by the party ­responsible for the delay. It is important to bear in mind that increasing capacity does not ­ ecessarily follow the rule that “What one can achieve in ten days can n be achieved by ten in one day.”

Increasing capacity

Often a lack of space makes it impossible to significantly increase the number of people working on a task. Workers will end up getting in each other’s way, with the result that work is delayed even further. Prolonging the working time each day or adding working days is ­ ften the simplest means of offsetting delays. Since measures for speedo ing up the work process normally generate additional costs, it must be clear who is to carry these costs (overtime bonuses or bonuses for work on weekends and public holidays).

Increasing working hours

Changing building procedures during construction is often only possible to a limited degree. Changes to procedures are possible, for example, in the case of:

Changing building procedures

—— Screed work: cement screed to dry screed or dry screed to melted asphalt screed —— Plastering: wet plaster to dry plaster or thick plaster to smoothing plaster

Changes in quality can also allow building procedures to be sped up or the order of procedures to be changed so that other processes are brought forward or accelerated. For one thing, such changes can result

◼ Tip: If building procedures are changed, it is impor-

tant to consider the possible effects on other work sections. Using smoothing plaster or dry plaster, for example, can mean that different door frame dimensions will be required. The subsequent work sections thus have to be coordinated with the planned changes.

49

◼

Changes in quality

No.

Process

1

Interior fitting

2

Screed work

3

Dry construction

4

Painter

5

Interior fitting complete

No.

Process

1

Interior fitting

2

Screed work

3

Dry construction

4

Construction section 1

5

Construction section 2

6

Construction section 3

7

Painter

8

Construction section 1

9

Construction section 2

10

Construction section 3

11

Shortened building time

Interior fitting complete Overall process

Process

Milestone

Link

Fig. 22: Effect of construction sections on building time

in shorter implementation times on the building site, such as when ­carpet is used instead of parquet. For another, using more rapidly available building materials can shorten supply times. Reducing construction sections

The division of the overall project into construction sections allows the time between interdependent processes to be shortened. This is ­illustrated diagrammatically in Figure 22. Instead of first completing all dry construction work before commencing painting, the latter is begun as soon as the first section of dry construction work is completed. The

50

Fig. 23: Building using construction sections

smaller the sections, the more processes can be carried out in parallel. However, this makes planning more susceptible to disruptions because if there is a disruption in one section, the work cannot be transferred to other areas. An example of the division of a building project into construction sections can be seen in Figure 23. Shell construction, facade work and interior finishing take place in parallel. The entire building is divided into construction sections covering different floors.

51

Quality management Quality

●

In building projects, quality refers to the contractually agreed condition of a building element after completion or installation. Along with schedule and implementation planning and monitoring costs, quality management is one of the three central tasks of site management. There are regularly disputes over whether building work is of the agreed quality and can thus be defined as free of defects. A fundamental cause of such dis­agreements has to do with the different ways in which the quality that has been agreed on is understood. Defining quality

The quality required of a building and thus the required standard of work can be defined by the descriptions in tender specifications and plans or, once contracts have been signed, with reference to samples. In this context, it is important that descriptions are unambiguous and are ­understood in the same way by both the client and the contractor. The following points should be considered: General descriptions

General descriptions such as “sound implementation,” “correct work,” and “top quality” cannot constitute the basis for an agreement ­because terms like “sound,” “correct” and “top” are not clearly defined.

Special descriptions

Special descriptions such as those used in prospectuses or advertising can be defined as an agreed quality in so far as they offer unambiguous statements, e.g. fuel oil use 3 l/m2 per year.

Hybrid descriptions

Hybrid descriptions require a concretization. For example, the term “durable covering” needs to be explained in terms of how long the surface can be expected to remain free of marks from wear.

● Example: If a client, an architect and a contractor

are all asked what constitutes an acceptable “exposed concrete surface,” they will give quite different ans­ wers. The client and the architect will expect a perfectly even surface free of color deviations and pores. The contractor, on the other hand, will insist that ­experience has shown that color deviations, pores, formwork joints, etc. cannot be avoided in even the most careful work and will therefore always be visible.

52

Individual agreements based on concretely defined aspects of the required results are always preferable to general descriptions.

Individual agreements

A sample presents an agreed level of quality and can be used as a guide in the implementation process. The definition of the desired quality of a building element can take different forms. As already mentioned, descriptions of quality can be found, for example, in tender specifications, plans, sample reports, or photos. Table 6 shows how, for what purpose and with whom quality can be defined.

Sample

Tab. 6: Selected tools for reaching agreement on quality Description of quality through:

Examples

Area of application, details of use

Problems and open questions

Production of samples

Textured plaster

Suitable wherever optical quality relies on craft skill.

Samples are often “too well” made and the same quality is not achieved on the actual surface.

Produce under building site conditions

Possible later deviations are often only vaguely described and cover a wide range

Facade coatings Hand-worked wooden surfaces Color transitions in natural stone floors and facades

Carry out and document sampling Safeguard samples until final inspection of entire project.

“Industrial samples” and their precise names

Paints e.g. RAL colors Sample stones Parquet blocks

Prospectus information and manufacturer supply catalogs

Use among specialists possible. Very efficient in this context. Samples must correspond to the subsequent in situ use.

Small samples do not replicate the effect created in the finished space, which is difficult for laypersons to imagine.

Switches and power sockets Heaters Toilet fixtures

53

Tab. 6: Selected tools for reaching agreement on quality Description of quality through:

Examples

Area of application, details of use

Problems and open questions

Texts of   functinal tender specifications

All construction work

Use among planners and implementing and plan­ning contractors. Only partially comprehensible for client.

Specifications are described such that required functions are ful­f illed. Implementation qualities are largely left to the contractor.

Texts of   detailed tender specifications

All construction work

Use among planners and implementing contractors. Only partially comprehen­ sible for the client.

Specifications must be described in detail since the description is also the basis for the contractor’s cost calculations.

Comparable projects

e.g. as illustration of quality of exposed concrete

Very suitable when easily accessible. Shows already achieved quality

Accessibility and time needed for inspection

Well suited to enabling laypersons to envis­age elements in their spatial context.

Quality of sample spaces is usually “too good.” Producing a sample space may be very costly.

Sample spaces

●

Everyone on the building site is responsible for pointing out when a requested specification is objectively impossible. Tenders/service specifications All the qualities or characteristics desired by the client should be ­described in the service specifications is such a way that contractors are made clearly aware of the work they have to perform. Here, a distinction is made between detailed service specifications, which contain precise descriptions of the services required, and functional tenders, which ­contain descriptions of necessary functions or required features. The ­description of qualities and required services in service specifications includes: —— Building specifications with general information on the building project —— Contractual conditions —— Planning documents (ground plans, sections, views) —— Textual description of services with quantity information —— Details of reference projects, samples and/or implementation examples­

54

This information should be checked for completeness and validity by the site manager before work begins. In order to clarify the desired quality, the tasks described in the service specifications should be discussed with contractors before work commences in order to ensure that they have understood all requirements and are able to fulfill them. Sampling inspection In a sampling inspection the client is shown examples of building ­elements or implementation quality. Precise agreement on the quality of individual pieces of work is necessary above all in the case of visible surfaces and building elements. The surfaces and elements are subject to highly subjective assessment. The distinction between good and bad quality is dependent on and influenced by ideas, wishes and the observer’s own craft experience and tastes.

◼

If a particular quality is specified or changed after a contract has been awarded, price changes will usually be made. Potential changes in cost and possible effects on the progress of building (different delivery times for alternatives) should be identified by the time of the sampling inspection so that these factors can be taken into consideration when making decisions.

Effects of the sampling inspection on costs and schedule

It is easy to lose track of the agreements that are made, particularly in the case of large-scale inspections. For this reason, the results must be recorded in a report. It is advisable to draw up an inspection list of all objects to be inspected and the above-mentioned effects that may ­ensue from changes. > Fig. 24

Inspection list

Fundamental sampling inspections should be undertaken before the contracts are agreed. Sampling inspections that do not affect costs (e.g. colors selected from a fixed palette of standard colors) can also take place during construction. > Chapter Cost management

● Example: An objective impossibility would be the

◼ Tip: If samples are produced, this should be done at

construction of a 10 m long external plaster wall with a tolerance of 0 mm. Objective impossibility is understood as indicating that no one is able to build better.

the same pace and in the same way as on the building site. It is absolutely essential that the sample closely resemble what will later be featured on the building. If the finished work does not correspond to the sample (the latter is better) the client can demand implemen­ tation in accordance with the sample.

55

3 3.1 3.1.1 3.1.2 3.2 3.2.1 3.2.2 3.2.3

2.1.3

2.2 2.3

4 4.1 4.2 4.2.1 4.2.2 4.2.3 4.2.4 4.2.4.1 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9

x

x x x x

x x x

x

x x

Further sampling inspections

Fittings Glass panes

2.1.2

XY architects

Status

x x x x x x x x x x

Drawing

Interior works Doors Doors – office areas Architraves Door leaves Doors – conference rooms / canteen Architraves Door leaves Doors – lobby / entrance Architraves Door leaves

Photos

2 2.1 2.1.1

Operational samples

Facade Metal facade – aluminum Lintel /window sill Panels – ceiling connector Metal facade – steel Facade – canteen Window system – office Window system – foyer Exterior sunshading – louver Exterior sunshading – screen Cylinder doors Vestibule / entrance

Haus Witten

Work section

1 1.1 1.1.1 1.1.2 1.2 1.2.1 1.3 1.4 1.5 1.6 1.7

Herne

Item

Dortmund

Sampling inspection result

Kamp-Lintfort

Administrative building for Müller AG

Cost increases/reductions

Notes

X X X X X X X X o

like KL RAL 7016 as per agreement 12.03.03 Sample 9006/9007 – 7016 as per agreement 12.03.03 like KL like KL like KL No No Decision by CW 15

X X

like KL Wooden door leaves

x x x

X X

Wooden door leaves depending on fittings

x x

X X

OK like doors stairwell-office KL Steel-glass doors

x x

x x

X X

like KL like KL

Metalwork Metalwork – interior finishing Stairs – foyer/canteen Handrails – stairs/gallery

x

x x

x x

X X

System as in Witten As in KL, horizontal rods

Metalwork – shell Formwork – canteen F30 coating Enclosure BS/ventilation grills

x x

X X X

RAL 9006 Application as in paint shop “Waste room“ KL OK similar

Floor Double-floor system

x

Floor covering Floor tiles/washrooms Building stone – foyer Natural stone – foyer Building stone – stairs Natural stone – stairs Parquet – canteen Floor tiles – food service Floor tiles – kitchen Carpet tiles – offices/conference room Linoleum BS rooms

x

x x x

x

x x x

x x

x Sample as per costing + Sample more expensive than in costing

Fig. 24: Sampling inspection report

56

x x x

Metal architrave plates as wall connection

X

like KL

X X X X X X X

like KL not applicable as per agreement 12.03.03 not applicable aas per agreement 12.03.03 not applicable Sample as per costing after agreement with StAfA like sample room like KL

Status: Completed X To be done o Not applicable -

Monitoring and safeguarding quality

When monitoring the quality of the building work, the site manager must pay particular attention to the following points: —— Type and method of construction (particularly in the case of “­damage-prone” types of work —— Geometric quality (maintenance of dimensions, angles and l­evelness) —— Optical quality (color, surface, uniformity) —— Functional quality (functional efficiency of built-in elements) —— Compliance with plans —— Compliance with public regulations (building approval, ordinances and laws) —— Compliance with manufacturer guidelines and standards The site manager is especially required to directly monitor particularly complicated or damage-prone aspects of construction. These are aspects that experience has shown to involve a high risk of defects or cost increases. Examples include: —— Production of job-mixed concrete and semi-finished concrete ­elements (including armoring) —— Sealing and insulation work —— Relocation of drainage —— Installation of ground pipes (integrity check) —— Installation of building elements relevant to fire protection. The site manager is responsible for the overall coordination of the building site but is not obliged to be constantly present on the building site and to supervise all work in detail. This applies particularly to the more simple and common building tasks. Examples include: plastering, laying flagstones, dry-construction of walls and ceilings and normal painting work. However, if any of this work proves defective, the site manager must engage more intensively in fulfilling his or her supervisory duties. A site manager must ascertain precisely whether the tradespeople on site have the skills to carry out the commissioned work and meet the agreed standards.

57

Supervisory duties

Technical specialists/specialist engineers

Work on the building site should be supervised in a way that ensures that implementation corresponds to requirements. If the demands of this supervision exceed the expertise of the site manager, he or she must ­encourage the client to appoint technical specialists and specialist engineers. For some aspects of construction, the use of such expertise may even be prescribed: —— —— —— —— —— ——

Scaffolding Building elements relevant to fire protection Smoke and heat venting systems Fire and smoke alarm systems Building elements relevant to structural integrity Elevator systems and escalators

The construction and installation of building services are usually s­ upervised by a specialist site manager appointed by the firm responsible for the project’s building services planning. This specialist is responsible for supervising the work of the firms commissioned with carrying out all building services work and ensuring this work meets the required standards. In the case of structural engineering elements, it is important that the responsible structural safety engineer is kept well informed about the progress of work so that he or she can monitor and document relevant stages of the work. When this work has been completed he or she must certify that it has been carried out according to regulations. These technical specialists must also be involved in the final acceptance and approval of these construction aspects. > Chapter Final inspection and acceptance Dimensions and ­tolerances

The checking of geometric quality particularly concerns the dimensions of the ground plan and the heights as well as angles and evenness of building elements. If there are no specific agreements in the contract, established standards are taken as a guideline for implementation. ­Examples of permissible dimension deviations in the ground plan and ceiling heights are shown in Table 7. These examples refer to the German DIN Standard 18202 for tolerances in buildings. The aim of establishing dimensional accuracy is to facilitate the functional assembly of elements of the shell and interior works without the need for adjustment and refinishing, despite the fact that inaccuracies are unavoidable in the production and fitting processes. It is important that the different work sections are relatively easy to integrate with one another. When limit values are exceeded, the work that follows has to be supplemented with measures to offset these mistakes.

58

Tab. 7: Examples of permissible dimensional deviations in the ground plan and ceiling heights in the building (based on DIN 18 202) Dimension to be checked

Admissible tolerances (mm) for a nominal size of ... up to 3 m

3 m to 6 m

6 m to 15 m

Lengths and widths in   the ground plan

+12

16

20

Height between floors

 16

16

20

Clear dimensions in   the ground plan

 16

20

24

Clear dimensions in   the elevation

 20

20

30

Openings   (reveals without surface finishing)

 12

16

–

Laws/regulations/standards

There is a large body of laws and regulations governing the implementation and characteristics of building projects. Standards are established as a means of standardizing applications, characteristics and ­procedures and are formulated and published by organizations for stan­ dardization. In addition, professional associations and manufacturers ­provide instructions and guidelines for the use and handling of building products. Recognized codes of practice In the present context, recognized codes of practice are to be understood as rules applying to the construction of buildings and building ­elements. These rules are regarded both by scholars and practitioners as correct and have proved their worth over time. Complying with the recognized codes of practice is assumed to be self-evident and not to require separate agreement in the contract. Building firms are responsible for keeping themselves informed of the currently recognized codes of practice. If these rules are not complied with then a defect is the result. > Chapter Quality management, Defects and defect correction A contractor can exclude liability for non-compliance if he or she agrees with the client not to comply with these rules and is properly informed about the possible consequences.

59

State of the art State of the art refers to a higher stage of technological development than the recognized codes of practice but a stage that has not yet become established in practice in the longer term. Since particular value is placed on durability in the building field, only compliance with the recognized codes of practice is assumed in the construction field. State of scientific and technical knowledge The state of scientific knowledge represents the current state of ­research. This means that in the practical sphere there is very little or no experience of products and implementation forms based on the state of scientific knowledge. Applications of such knowledge in actual building practices are rare. An overview of these terms is given in Figure 25. Standards The roles of standards are manifold. They include acting as measures for rationalization, understanding, serviceability, quality assurance, compatibility, convertibility, health, safety, and environmental protection. Standards belong to the general technical specifications with which construction work has to comply. It should be noted that standards can ­become obsolete and may no longer necessarily accord with recognized codes of practice. For this reason recognized codes of practice take ­precedence over standards. Guidelines/information/instructions Apart from the technical principles already discussed that govern the way in which construction work is carried out, there are a range of guidelines and information that need to be taken into account when ­building: —— —— —— —— —— Guidelines

Guidelines drawn up by professional associations Manufacturers’ instructions Handling information Mounting/installation instructions Directions for use

In formal terms, a guideline is a prescription that is binding but not in a legal sense. Guidelines are issued by organizations such as trade ­associations (painters, roofers, wreckers, etc.) They are formulated on the basis of the relevant recognized codes of practice, standards, and practical experience. The respective guidelines are usually taken into ­account in agreements on how construction work is to be carried out.

60

Features Terms

Recognized codes of practice State of the art

State of scientific and technical knowledge

Scientific knowledge/ confirmation

Practical experience at hand

Generally known in professional circles

Established in practice

yes

yes

yes

yes

yes

partly/ limited

partly

no

yes

no

no

no

Fig. 25: Terminological structure of development levels of products and processes (based on Rybicki)

Manufacturer’s instructions, handling information, installation instructions and directions for use apply to individual building products and building elements and provide precise information, for example, on storage, use or installation. Information is also usually supplied regarding what other products can be used with the product in question. Site managers should inform themselves about the products used on their building sites to be able to check that their use is correct and free of ­defects.

◯ Hint: Instructions are attached to many building

products such as paints and glues, stipulating the ­minimum and maximum temperatures at which these products should be used. If they are used outside this temperature range, their effectiveness and durability is reduced. Not all paints and glues can be used on all surfaces. Disregarding instructions in this respect can result in material failing to bond or one material damaging the other.

61

Handling information and installation instructions

◯

Screw: d= 6.8 x l Head shape similar to DIN ISO 1479 with sealing disk d= 16 mm Screw: stainless steel, DIN EN 10088 uncoated Washer: stainless steel, DIN EN 10088 with vulcanized EPDM seal

Connecting element

Materials

Manufacturer Steel Company Address: Tel.: Fax: Internet:

Distributor

Max. drilling performance
ti 6.00 mm

Building element II of steel with t in [mm]: S235J+xx as per DIN EN 10025-2 S280GD+xx or S320GD+xx as per DIN EN10326 1.50

2.00

Tightening torque (guide)

3.00

4.00

5.00

Screw in completely -----------------------

Tensile force N in [kN]

Shear force V in [kN]

0.50 0.55 0.63 0.75 0.88 1.00 1.13 1.25 1.50 1.75 2.00 0.50 0.55 0.63 0.75 0.88 1.00 1.13 1.25 1.50 1.75 2.00 Further specifications: Building element I of steel with t in [mm]: S280GD+xx or S320GD+xx as per DIN EN10326

2.00

Building element III of wood; sort class S10

Self-drilling screw

-----------------------

3Nm

---

---

---

3.10

3.50

3.50

3.60

3.90

3.90

4.00

4.00

4.00

4.50

5.20

5.20

4.90

5.80

--

5.40

6.40

--

6.30

7.00

--

6.30

7.00

--

6.39

7.00

--

1.78

1.78

1.78

2.25

2.25

2.25

3.30

3.30

3.30

3.80

3.80

3.80

4.40

4.40

4.40

4.60

4.90

4.90

4.60

5.40

--

4.60

5.90

--

4.60

6.60

--

4.60

6.60

--

4.60

6.60

--

Characteristic bearing strength values for the connecting element Screw: 6.8-K-S1

Fig. 26: Product data sheet for screws including technical details

62

-----------------------

--

Appendix 3.89 to general Building Inspectorate Approval No. Z-14.1-4 of August 12, 2007

Fig. 27: Label on glazing with technical   information and quality information

Delivery notes/labels/certification/data sheets In order to find out whether the materials being used on the construction site meet the necessary requirements, site managers need to check delivered materials. The easiest way of doing this is to compare delivery notes and labels with the information in the building contract. The glazing material label shown in Figure 27 includes all required information: —— —— —— —— —— ——

Manufacturer Firm/purchaser Project Glazing type and pane composition Pane size Quality certification

Site managers should collect all labels of important building materials and include them in the project documentation. If no precise specifications are available for material such as glazing, the required quality, or the quality deemed necessary by the recognized codes of practice, can be identified from quality certification or comparable information. It is also possible to request product information from the supplier. > Fig. 26 and Chapter Handover, Project documentation

Defects and defect correction

Reworking, repairs, additional cleaning, and defect correction cost a lot of time and money and should be avoided where possible. Experience shows that the processes of identifying and documenting defects and monitoring their correction amount to approx. 10–15 % of the site manager’s work.

63

Defects

Defective work refers to work that does not meet set requirements or that deviates from the defined quality. Defects are divided into two categories: Optical defects:

Optical defects

—— —— —— —— —— ——

and constructional defects:

Constructional ­defects

—— —— —— —— —— Conditions of normal use

●

Dirt/stains Minor damage Color deviations Unevenness Minor cracking ...

Cracking Mechanical damage Malfunctions Spalling ...

When assessing optical defects, the function and significance of surfaces must always be taken into account. The assessment must take place under conditions of normal use. This means, for example, that ­optical defects should be assessed from the same distance and under the same lighting as would apply when the object concerned was under normal use. Defects are also distinguished in terms of the following categories:

Apparent defects

An apparent defect is already present and discernable during construction or at the final inspection.

● Example:

● Example: Cladding in a basement or in a prestigious

– Irregularities in the external appearance of a house (plaster, cladding) should be assessed from the street rather than from the scaffolding or lift trucks. – Irregularities on a front door should be assessed at the distance from which the door is normally seen. – Irregularities in the surfaces of a basement garage should be assessed under lighting conditions that will apply when the area is in normal use. – Focused light should be used for assessment only if such light is used regularly under normal conditions of use.

entrance area, color deviations in the flooring of a ­storage facility or in a reception area, and unevenness in the interior plastering of a stable or a living room have to be assessed in different ways.

64

A hidden defect is present but not discernable at the final inspection. Intentionally concealed defects are hidden defects that the contractor is aware of but deliberately does not mention at the final inspection in order to gain advantage.

Hidden defects Intentionally concealed defects

To assess whether a defect is present, the following questions should be asked when assessing the work concerned: —— Does the work exhibit the agreed quality? —— Is the work adequate to the contractually assumed use of the ­product? —— Is the work adequate to the normal use of the product? —— Does the work comply with the recognized codes of practice?

●

In addition, the concept of a defect can also be applied to situations where —— Fitting/installation has been incorrectly carried out —— A product or delivery item is different to that which was agreed upon —— Too little material has been delivered Once defects have been identified, their significance needs to be a­ ssessed and a decision must be made as to what measures are appropriate. Correction of a defect is required when the work in question does not comply with the recognized codes of practice, it is clear that further damage will result from the defect, or the required function is only partially fulfilled or not at all.

Repairs/defect corrections

The distinctions drawn here make clear that not every defect must necessarily be corrected, since in some circumstances the effort and ­expense involved are not justified. In this case the defective work is “­penalized” with a reduction in remuneration, i.e. a lower payment.

Reductions

If the defect is within the range of agreed deviations, is located in ­ eripheral spaces or is not visually significant, it is described as minor p and does not have to be corrected. Figures 28 and 29 provide an overview of different consequences of defects. The point of departure is the degree to which the defect adversely affects the object or function ­concerned.

Minor defects

65

Significance for functional reliability of building Very important

Important

Insignificant

Unimportant

Very pronounced Level of functional impairment

Correction Significant

Mitigation

Moderate

Minor defects

Marginal

Fig. 28: Possible consequences of functional defects

Importance of appearance

Very important

Important

Insignificant

Unimportant

Level of impairment to appearance

Conspicuous Correction Clearly visible

Visible

Barely visible

Fig. 29: Possible consequences of optical defects

66

Mitigation

Minor defects

Identification of defects

Protest and demand for correction

Deadline and threat of contract cancellation

Extended deadline and renewed threat of contract cancellation

Contract cancellation following deadline. Price reduction

Extended deadline with threatened correction at contractor’s expense

After expiry of deadline correction at contractor’s expense

Fig. 30: Procedure for demanding the correction of defects

Work that is already recognized to be defective or contrary to contract during construction must be corrected by the contractor. Since the work involved in correcting defects is not paid for by the client, it can ­often produce considerable additional costs for the building firm. Defects must be corrected within an appropriate time period, which is defined by the client. The appropriateness of the time allowed is measured in relation to concrete conditions on the building site. The contractor must be asked in writing to correct the defect. This is particularly important when only a limited amount of time is available for the correction (the project is nearing completion). Figure 30 shows a suitable procedure for demanding correction of defects.

● Example: If the firm that has carried out defective

work is still on the building site, the client can demand that the defect be corrected within a few days. If staff must be called back to the site, more time should be allowed. If subsequent work is directly dependent on the correction of the defective work, then speedy ­attention to the problem is expected on principle. If the contractor delays in correcting the defect, he or she can be made liable for additional costs relating to building delays.

67

●

Cost management At the beginning of a building project, the client specifies the budget available. This budget forms the foundation of the planning phases and must be adhered to by the site manager during the building phase. However, experience shows that building projects are very seldom completed for the price envisaged in the planning phase. Requested changes during the building phase, imprecisely calculated quantities and building elements that were overlooked during tendering can all lead to cost increases. The overview in the first chapter of cost developments during construction indicates which costs the site manager must maintain a focus on and, if necessary, manage. > Fig. 31 Budget

Planning includes determining the budgets that are to be allocated to the different service packages. Tenders are then called for and bids are compared with one another and with the budget. This initial tender vetting is important for the client since it shows whether the assumptions made during the planning phase actually correspond with the actual prices. Tender vetting

Since tender vetting does not actually fall within the site manager’s remit, it is only briefly discussed here. Tender vetting entails checking all bids for completeness and correctness and comparing them with one ­another. A range of computer programs designed for this purpose are available, although these comparisons can also be made using simple spreadsheets. Once tenders have been vetted, public clients must award the contract to the lowest bidder. Private clients, on the other hand, are entitled to choose which bid they will accept.

Planning specifications

Budget

Site manager’s ascertainment of requirements

Tender sum

Fig. 31: Budget/tender sum/prognosis/billing amount

68

Supplements

Billing amount

Costs

Adaptation according to client’s decision – quantity changes, etc.

Target cost

Start of construction

Billing amount

Completion

Constant checking of whether cost development corresponds to progress of implementation Time Planning tolerance

Fig. 32: Diagram of cost development

At this point within the course of the project it is possible to influence costs. If the tendered sum exceeds or is below the estimated budget, then alternatives that have been put up for tender, i.e. simpler or higher quality variants, can be commissioned. > Fig. 32 Tender sum/contract sum

Once a contract has been awarded to a building firm, the tender sum is fixed. Since private clients are free to negotiate bids with building firms, the contract sum is in some cases lower than the sum that was tendered and vetted. The negotiated reduction in such cases is referred to as an abatement. Usually it is agreed that the abatement will also apply to all subsequent contracts. Abatements for building contracts tend to range between 2 % and 8 %. In most countries, public clients are not permitted to negotiate bid prices.

Abatement

Prognosis, supplements

Supplements, i.e. bids for altered or additional work that exceeds the originally commissioned services, are submitted by the contractor. As a rule, supplements are formulated as bids on the basis of the agreed building contract. The additional work and related costs can be the ­result of: —— Quantity variances —— Changes to required services

69

Supplements

—— Construction delays —— Measures to speed up construction In this context a distinction is made between: —— Changes to building content (what is built differs from what was originally agreed) —— Changes to building circumstances (the building complies with the original agreement but the construction circumstances change, e.g. the possibilities for access to the site are altered). The effects of these changes can lead to an increase but also to a ­decrease in costs. Supplement assessment

Before the services offered in the supplements are commissioned by the client, the site manager must assess whether the claims are justified. It must first be established whether the services offered as a supplement are not already included in the original building contract. If this is the case, the supplement will be rejected.

Original calculation

In addition, it is important to check whether the prices for the services being offered correspond to the price level of the building contract. To determine this, the site manager can compare and assess the prices on the basis of the contractor’s original calculation. The original calculation shows the level of the original costing elements comprising the tender prices.

◯

Supplements can be commissioned by the client alone. As already mentioned, the site manager is not permitted to make decisions for the client that may affect the client financially. For this reason, a supplement must be carefully examined and the client informed whether it is justified and whether the costs are appropriate. Commissioning ­supplements

The examination and commissioning of a supplement should take place before the offered services are carried out. However, in practice it unfortunately often becomes clear only when construction is already ­underway that required services are not contained in the contract. At this point it is too late to wait for the supplement bid, the assessment and the client’s approval in writing. However, in order to avoid interruptions to work, the client must be informed that additional costs are being incurred. Furthermore, the approximate costs should be submitted and discussed with the client. Given the client’s approval, a preliminary commission can then be issued by way of a written report. In Figure 33 the relevant procedures are represented diagrammatically.

70

Normal procedure

Identification of change

Definition of additional work and approximate costs

Bid submitted by contractor

Assessment and submission to clients for commissioning

Implementation by contractor

Verbal commissioning by client

Bid submitted by contractor

Retrospective assessment and submission to clients

Implementation by contractor

Accelerated procedure Fig. 33: Procedure for submitting and processing supplements

◯ Hint: Although a site manager for the client only

s­ eldom handles the costing of contract works, he or she should be familiar with the structures involved. The prices tendered by building firms usually comprise the following costing elements: – Costs for wages, building materials, tools and, if required, external services – Costs incurred on the building site that are not included in the individual items of the tender

– Costs for the contractor related to running and administering his or her firm – Costs for risks that are not precisely known but are shown by experience to be incurred due to construction delays, guarantees or unforeseen events. – The profit represents the estimate of the appropriate return on the capital invested by the contractor.

71

Cost control

Cost control refers to the comparison of currently known costs with planned costs. At the time of construction, the site manager must compare the planned budget with the tender sums, including known supplements, and possible further costs (prognosis costs). If variances are noted, cost management measures must be taken. The first step in cost management in this context should be to look for potential savings in the affected work section in order to prevent other sections being affect. If possibilities for cost management here are insufficient, other budgets must be checked for means to cover the increased costs, or the client must increase the relevant budget. Cost management

The further a project has progressed, the more difficult it is to exercise effective influence over costs. Even with careful planning and cost calculation, it can still be necessary to intervene in the development of costs. The site manager and the planner are then required to develop ­proposals for possible savings and calculate their feasibility and effects. As in schedule management, there are different possibilities here: —— Changes in quality —— Changes in quantities —— Changes to the implementation schedule In the case of all measures, it is important to consider that once a contract has been concluded the contractors may also be entitled to compensation for the services that have been dispensed with, since the calculation of tender prices is based on the quantities listed in the tender specifications. The savings that are actually made can only be identified in collaboration with the contractor. Changes in quality

Changes in quality mean that the standards actually realized differ from those originally planned. This can mean that implementation is ­either of a lower or higher quality. Such changes are easiest to organize when the tender specifications already include alternative items. However, it must always be kept in mind that the proposed changes can lead to additional costs in other areas.

Changes in quantities

Changes in quantities are often considered in association with changes in quality. Quantities can simply be reduced, or expensive variants can be limited to important areas and a simple standard applied to the rest.

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There is also the possibility of postponing work, as long as the aims of the client permit this. This option is often used by private clients who are having single-family homes built. The attic or basement is fitted out or the garage is built several years after completion of the house.

Postponing work

The suggestions already made on how to manage schedule and i­mplementation planning also apply to cost management. The desired ­effects on costs always exert effects on other aspects of the project. The site manager must always keep the following points in mind and provide adequate consultation for the client, who will often be unable to maintain the overview required to assess all effects.

Effect of cost management

—— What possible effects will changes have on schedules? Can the other materials be just as quickly delivered as the originally planned materials? Delaying completion can have a significant ­effect on costs. —— Does the changed quality still meet the original requirements or does the more rapid deterioration of a cheap product mean that new costs will soon be generated? —— What new costs are generated by later implementation? —— What additional costs are generated by changing the existing ­building contract? Settlement of accounts

The settlement of accounts for services performed, like the work i­tself, takes place in stages. Depending on the duration and scope of the work, settlement is made on the basis of an invoice, or made in stages over the period of work on the basis of part-payment invoices and the ­final account. Settlement of accounts for work thus usually takes place parallel to the progress of construction. Invoices for construction services can only be submitted for work that has actually been carried out or for building material and elements that the contractor has demonstrably produced for the building site or already delivered but not yet installed. In this case it is better to make an advance payment against a bank surety bond presented by the contractor.

Payment against surety

Since the construction process generally lasts for a relatively long time, the contractor is entitled to demand payments on account, i.e. part payments, for services rendered on the building site.

Payment on account

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◯

Settlement ­ ocuments d

Like the final account, each part-payment invoice must be verifiable. The invoice must therefore be accompanied by a list of the quantities ­relating to the services being invoiced, invoicing plans (listing what is to be invoiced) or a quantity survey.

Invoice verification

Invoice verification entails establishing whether the invoiced work has actually been carried out and is largely defect-free. It must be carefully conducted because if the contractor becomes insolvent before the project is completed, the site manager will be liable to the client for possible overpayment for services rendered.

Quantity survey

In order to determine the scope of services, a quantity survey is produced on the building site. This is particularly important for work that will later be concealed. This applies, for example, to sealing work that will later be concealed under flooring, demolition work, and repair work on walls that will be resurfaced later. Contractors have a particular interest in this work being surveyed since it may later be necessary to prove that the work has actually been carried out. > Final inspection Like invoices, quantity surveys must be clearly laid out and accord with the structure of the service specifications.

Accounting

Accounting in this context refers to the form in which invoices are drawn up. The structure of the invoice should correspond to the structure of the service specifications. This makes it possible to maintain an overview of the costs of individual jobs and work sections in the course of cost control. If invoices are not structured in this way and are not clearly laid out, the site manager may reject them as being unverifiable.

Cumulative ­accounting

Cumulative accounting has proved advantageous in the building i­ndustry. In a cumulative invoice, all services are invoiced that have been carried out up until the point of invoice submission. Services that have already been paid for are deducted.

●

◯ Hint: ­This procedure is common, for example, in

● Example: ­In the third part-payment invoice, the

larger facade projects because the contractor must purchase materials such as profiles, glass, fittings and sealing material for the manufacture of the facade ­elements and pay suppliers. Otherwise the contractor would be burdened with financing the period between installation and final inspection.

c­ ontractor includes all services rendered up until this point (including services from the first two invoices, which have already been paid) and refers them to the relevant items in the service directory. Any agreed abatement and a security deposit are deducted from the calculated amount. Payments relating to the first two part-payment invoices are also then deducted and the unpaid sum is calculated.

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Submission of these invoices must also include the relevant quantity survey sheets and invoicing plans. This type of accounting provides the site manager with an immediate overview of the work that has been done, the inclusion of quantity surveys means that a laborious examination of the overall quantity survey is not required when the final account is submitted. > Fig. 34 The final account includes all work carried out and includes agreed and commissioned supplements and quantity changes. Like part-payment invoices, the final account must be clearly laid out and easy to ­examine. The final account must be accompanied by the final quantity survey. This quantity survey is in principle based on the planning documents that also provide the foundation for the service specifications. In some cases a separate quantity survey on the building site can be required for altered services or services to which planning documents do not refer.

Final account

Site managers have a particular time frame for assessing invoices. In Germany this time frame is regulated by the terms of German construction contract procedures (VOB/B). These stipulate that final accounts must be paid within two months of submission. This only applies, of course, if the account is correct and verifiable. If this is not the case, the contractor must be informed within the two-month period. The same conditions apply to payments on account but the deadline is only 18 working days.

Assessment deadlines

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Fig. 34: Sample form for a cumulative invoice assessment

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Final inspection and acceptance Acceptance of construction work/transfer of risk

The final inspection and acceptance of construction work or a building is carried out by the client and his or her representatives, i.e. the ­architect or site manager and the contractor. Final inspection can only take place once all work has been completely finished, with the exception of a few insignificant details. Final inspection can only be refused if particularly serious defects are evident that restrict the usability of the building or building element. By undertaking a final inspection, the client formally recognizes that contracted work has been completed. In most countries inspection and acceptance are legally regulated. Contractors can demand inspection and acceptance of their work when it has been substantially completed. Final inspection involves checking that the services rendered correspond to contractual agreements. If the client confirms this to the contractor, the contract is regarded as fulfilled. If at this time works are known to be incomplete or defective and the client does not register any protest, the client has no subsequent claim to the correction of the defect or completion of work free of charge. Every contractor is obligated to safeguard completed work up until final inspection and acceptance. If works are damaged prior to inspection, the party causing the damage is responsible for repairing it. If the responsible party cannot be identified, the contractor must repair the damage at his or her own cost.

◼ Tip: ­If the site manager realizes that certain work has not been correctly carried out, he or she must inform the relevant contractors immediately and not wait until a partial or final inspection is being carried out. If the responsible parties are not informed immediately, potential damage caused by defective work may increase in the interim. Allowing a wall to be built while knowing that it is in the wrong position or that other work must first be completed ultimately only wastes time and money and causes stress. Having to demolish work that has just been completed has a very negative effect on worker motivation.

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◼

Depending on the type of building element, protection must be provided against, in particular: —— —— —— —— ——

Frost, rain and sun Dirt Premature or improper use Mechanical damage Theft

Hidden defects

Intentionally concealed or hidden defects must be corrected by the contractor. Up until final inspection and acceptance, the contractor is ­responsible for protecting his or her work from damage, repairing any damage that does occur and submitting work according to contract.

Partial acceptance/­ final acceptance

A distinction is made between partial acceptance and final accep­ tance. As pointed out in the discussion of part-payment invoicing and quantity surveys, partial acceptance can be carried out for individual ­services.

Inspection report

If a defect is identified during the final inspection, this must be r­ ecorded in writing in the inspection report. > Fig. 35 The type and location of the defect must be described precisely.

◼

Where there are differences of opinion, the contractor’s objections must also be recorded in the report. The question of who should correct the disputed defect and who should pay for the work must be decided at a later date. The legal consequences of acceptance can be summarized as ­follows: —— Prior to acceptance, the burden of proving that construction work has been completed according to contract lies with the contractor. Following acceptance the client must prove that the defect has been caused by the contractor in question.

◼ Tip: ­Defects identified during the final inspection

should be described in a report and marked on the ground plan drawings so that the relevant locations can be easily found when work done to correct defects is being inspected. The report and ground plan drawings must be attached to the overall inspection report and submitted to all parties involved.

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Fig. 35: Inspection report form

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—— If defective work is accepted without protest, the client has no right to subsequent correction of the defect free of charge (­except if the defect was hidden or deliberately concealed). Once work has been accepted, the warranty period begins. —— The contractor can submit an invoice for the accepted work. ­Payment falls due. Due to the significance of the acceptance process, the site manager must be well prepared for it. The following documents should be avail­ able at the time of inspection and acceptance: —— Building contract with planning documents and service ­specifications —— Reports of sampling inspections and other specifications —— Lists or reports of defects noted at an earlier date and not yet ­corrected —— Plans in which the identified defects can be recorded Warranty

As already mentioned, acceptance also signifies the beginning of the warranty period, i.e. the period of time in which the contractor guarantees the contractually defined quality of the building element. Within this period, the contractor must correct, free of charge, defects for which he or she is responsible. This also applies to hidden and, in particular, ­deliberately concealed defects. Agreement on the duration of the warranty period can coincide with agreement of the building contract. Acceptance by regulatory authorities

In addition to inspection and acceptance of construction works by the client, these works are also subject to an acceptance inspection by the relevant regulatory authorities. This inspection involves checking whether construction complies with legal and technical requirements and thus corresponds to the approved plans. Building shell ­acceptance

Regulatory authorities must be informed when the building shell has been completed. As a rule, a building shell acceptance inspection is then conducted, during which structural integrity is checked as well as relevant sound and heating insulation and fire prevention aspects.

Final acceptance

Final acceptance takes place following completion of all work required for the construction of the building. The authorities must be informed of completion in writing. All documentation listed in the building permit as required for the acceptance inspection must be provided. This includes:

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—— Certification regarding heating and chimney systems —— Certification of fire prevention measures —— Certification that construction has been carried out by a specialist contractor During the final acceptance inspection, the entire building is usually viewed and spot checks are made to ensure requirements have been met. Planning changes that have been made during the construction phase are checked by the regulatory authority and approved if they meet the required standards. Changes that do not meet these standards must be brought into line with the requirements stipulated by the building permit. Once the final acceptance procedure has been completed, the building is approved for use.

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Handover Handover to the client

The scope of the handover to the client depends on the size and complexity of the completed building. During the handover the client and parties who will later have responsibility for the building (building superintendent, facility manager) are instructed on the use of technical facilities and given the project documentation. > Chapter Handover, Project documentation The structure of the handover procedure should be divided into subject areas that reflect the division of work sections during construction. This facilitates proper instruction of the relevant parties. These areas can be defined as follows: —— Building in general —— Constructional fixtures and fittings such as doors, dividing walls and built-in furniture —— Furniture and specific building equipment —— Facades and facade engineering —— Fire prevention features —— Building services in general Or, if necessary, divided into building services work sections —— —— —— —— —— —— —— ——

Heating engineering Ventilation engineering Sanitary engineering Electrical engineering Media engineering Computing Communications engineering Safety engineering

These instructions should be given by the site manager and the planners responsible for the individual sections. All project documentation must be submitted when the handover to the client takes place.

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Project documentation

It is important for the client that he or she receives all documentation relevant to the building in an orderly form. Experience shows that this is also in the interests of the site manager since otherwise the client must consult him or her on every question arising after occupation of the building. Structured building documentation should include the following documents: —— —— —— —— —— ——

Index of all documents List of planners involved in the project and contact persons Contact persons for warranties Building permit with acceptance reports Building shell documentation and acceptance reports Interior finishing documentation including acceptance reports, log books, records of materials used, instructions for use, ­maintenance instructions, etc. —— Facade documentation including planning documents, log books, inspection papers, records of glazing, profile and other materials, sun-protection inspection documents, etc. —— Documents relating to building services works including planning documents, acceptance reports, technical descriptions, inspection papers, log books, etc. Log books are provided by manufacturers for equipment and fittings that require regular inspections, e.g. elevators, automatic doors, automatic fire protection equipment, and air-conditioning and ventilation ­systems. The site manager should draw the client’s particular attention to stipulations on the regularity of inspections. Failure to comply with such stipulations can result in a loss of claim to warranty and premature ­deterioration. The maintenance and servicing of large and complex ­buildings is a time-consuming and labor-intensive process, and today specialized facility management firms are commonly engaged to carry out this work.

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Appendix Literatur

Bert Bielefeld, Lars-Philip Rusch: Building projects in China, Birkhäuser Verlag, Basel 2006 Bert Bielefeld, Falk Würfele: Building projects in the European Union, Birkhäuser Verlag, Basel 2005 Chartered Institute of Building (ed.): Planning and Programming in ­Construction, Chartered Institute of Building, London 1991 CIRIA: The Environmental Handbooks for Building and Civil Engineering: Vol 1. Design and Specification, Thomas Telford Ltd, 1994 Sandra Christensen Weber: Scheduling Construction Projects. ­Principles and Practices, Pearson Prentice Hall, Upper Saddle River, NJ, 2005 Institution of Civil Engineers, Association of Consulting Engineers and Civil Engineering Contractors Association: Tendering for Civil ­Engineering Contracts, Thomas Telford Ltd, 2000 Richard H. Neale, David E. Neale: Construction Planning, Telford, ­London 1989 Jay S. Newitt: Construction Scheduling. Principles and Practices, ­Pearson Prentice Hall, Upper Saddle River, NJ, 2009

picture credits

Figures 14, 15 and 32: after Ulrich Nagel Figures 28 and 29: Rainer Oswald Table 3: Bert Bielefeld All other figures: The author the Author

Lars-Phillip Rusch, Dipl.-Ing. Architect, is a freelance architect and r­ esearch associate with the Department of Construction ­Management at the Dortmund University of Applied Sciences. The author would like to particularly thank Professor Ulrich Nagel for making available textual and pictorial material that contributed ­significantly to this book.

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